Information is data: it’s the what, when, where, and who of something. Knowledge requires looking at the bigger picture and asking why. So how do we go from having information to having knowledge? Bill and Andrew talk about tools, techniques, concepts, and strategies.

How do we motivate employees? Traditionally, we offer merit pay, focus on accountability, and use other extrinsic motivators tied to performance. The ideas sound good on the surface, but John and Andrew discuss the many pitfalls and unintended consequences – and what to do instead.

Dr. Deming railed against performance appraisals, listing them 3rd in his Seven Deadly Diseases of Management and calling them “Destroyer of People”. In this discussion, John Dues explains our cultural attachment to appraising workers and why it is a myth to assume that appraisals have any impact on performance at all.

In this episode, John and Andrew unpack a few of the myths Dr. Deming identified that continue to destroy organizations from the inside. John explains how these myths also negatively impact schools and kids – and what to do instead.

In this episode, David and Andrew ask: should we tell people when they make mistakes? How do educators manage mistakes in a classroom setting, after their organization/classroom is transformed by learning and implementing Deming?

In this episode, John and Andrew discuss what “transformation” means in education. John juxtaposes two reports, conducted a decade apart, that have influenced education for the last 40 years: A Nation at Risk and the Sandia Report.

In part 5 of this series, David and Andrew discuss the pitfalls of managers acting as judges versus the benefits of acting as a coach. They explore the history of traditional management practices, and how Dr. Deming’s philosophy creates happier, healthier, and more productive workplaces.

Is there a secret weapon for improvement? Yes! John and Andrew discuss how students fit into improvement projects – and how that translates to businesses.

What’s the difference between “perfect” and “that will work?” We use them interchangeably all the time. In this episode, Bill and Andrew discuss what “perfect” means and why it’s standing in the way of innovation and improvement at work and at home.

Dr. Deming encouraged lifelong learning for everyone, but particularly for managers and leaders. In this episode, David and Andrew talk about Deming’s fourth point in his list for The Role of the Manager of People After the Transformation.